Global Drexel
Strategic Planning Retreat June 3, 2011
What We Already
Know…
The Importance of Going
Global
• Our greatest challenges today are global – they
require global solutions, research, and collaboration.
• Today’s workforce needs to think globally; graduates
must be prepared to work across communities,
countries, and cultures.
• Universities need to attract globally mobile students
and scholars to stay competitive and to enrich
classrooms with multiple perspectives.
What do we do to
meet this
challenge?
5 Tightly Linked
Strategies
• Two strategies that offer new approaches &
frameworks for Global Drexel.
• Three strategies that significantly advance our
current international efforts, building on the new
scaffolding of Global Drexel.
The Five Strategies for
Global Drexel
1.
Develop Global Research Centers Abroad
2.
Create Interdisciplinary, Technology-Enhanced, Global
Theme-Courses
3.
Support Faculty as Leaders in Globalizing Strategies
4.
Facilitate Greater International Learning Opportunities for all
Students
5.
Celebrate and Leverage International Students and Scholars
# 1 - Global Research
Centers
Create Centers that serve as Platforms for
Global Innovation Partnerships:
 International research centers in strategic locations,
 Linked to academic and industry partners,
 Linked to one another through a Network of Centers,
 Linked to global classrooms on Main campus.
Global Research Centers
Provide:
• Platforms
o Creating Drexel sites for faculty collaborations; graduate and
undergraduate research co-ops and related industry co-ops;
professional training; and conferences, lectures, and classes.
• Collaborative Knowledge Creation
o Promoting interdisciplinary, cutting-edge research and
education and project-based scholarship with international
partners.
• Practical Growth
o Avoiding the enormous costs of infrastructure and staffing
required for a global campus; but providing a Drexel presence
and “outposts” for seizing opportunities.
Center Models
•
Columbia: The words “outpost” and “hub” are used to describe the
Columbia University model of developing centers as opposed to foreign
campuses: http://globalcenters.columbia.edu/
•
Columbia has centers in Beijing , Amman , and Paris and is planning to develop an other in
Mumbai . The eventual goal is to establish 6-8 of them as part of a network of “regional
hubs.”
•
Harvard: College of Business has 5 Global Centers world-wide; the Shanghai
Center partners with Fudan University;
•
University of British Columbia: UBC used its partnership with the Max Planck
Society (research institution in Germany), to create the Max Planck-UBC
Center for Quantum Materials;
•
Northwestern: Center in Istanbul with Bilgi & Sabanci Universities;
•
International Center of Excellence in Fiber Engineering, Shinshu University,
Japan with North Carolina State, University of Manchester, and Hong Kong
Polytechnic University.
Drexel Opportunities
Chinese Academy of Sciences (CAS)
A Drexel Center for Global Research and Education at the Shanghai
Advanced Research Institute (SARI).
o Located on an area of 1,050,000 square meters at the CAS Pudong
Science and Technology Park, this Drexel Center could provide a broad
platform for research collaboration with different institutes throughout CAS
for:
•
Translational research;
• Access to latest technology and innovation in China;
• A presence for educational endeavors, internships, and co-ops. As
envisioned, SARI/CAS would provide space and infrastructural support
for this.
o SARI is a comprehensive non-profit research organization jointly established by the
Chinese Academy of Sciences (CAS) and the Shanghai Municipal government. The
mission of SARI is to promote sustainable economic and social development,
interdisciplinary study, and innovation, establishing a Scientific Research and Education
Park with “a sound innovation system, a strong professional team and an advanced
platform and infrastructure for technology development.” www.sari.ac.cn
Opportunities Continued…
Shanghai Jiao Tong University
A Drexel Center for Translational Education and Research,
o Building on our partnership with Med-X, SJTU Medical School and
university hospitals, and related partners on campus, in the larger
Shanghai community, and SuZhou Nanotech.
o This center would facilitate interdisciplinary, innovative research and
education with graduate students, postdocs, and faculty across both of
our universities and promote undergraduate, graduate, and faculty
exchanges, symposia, research co-ops, and industry and community
outreach.
o This would increase Drexel’s visibility and stature in China, but not require
that Drexel acquire new space or make significant outlays in
infrastructure. This project would complement a proposed Center in the
CAS Research and Education Park.
Emerging Centers in
Strategic Locations
•
As Drexel builds innovative partnerships globally, we can envision
establishing new Centers – on partner university campuses or with
partners in health care settings, industrial parks, and design centers.
•
Centers grow out of the development of innovation partnerships, which
grow out of faculty research collaboration. We see China, Israel, and
Turkey as key countries for such partnerships, but also hope to strengthen
existing partnerships in Korea and Europe and to explore possible
partnerships in India.
•
These centers do not necessarily need “space,” as in the example of our
Research Hub with Hebrew University, but they do need some basic
resources.
•
With the development of Centers, we need to think of revenue streams
and funding sources to sustain their growth.
# 2 - Interdisciplinary,
Technology-Enhanced Courses
Addressing Global Issues
• Development of new interdisciplinary, technologysupported courses that address diverse global issues and
link students and faculty with colleagues in partner
institutions abroad.
o Such courses would draw on our international partnerships and,
especially, our Global Centers
o Help facilitate a positive change in campus culture surrounding
global opportunities (see strategy #4)
New Interdisciplinary
Courses
• They would:
o Consider the Meaning of Global Citizenship
o Explore the Global Impact of Local Actions
o Connect the local and global through themes such as cities;
sustainability; water, energy, pandemics, hunger, media, etc.
• While many schools have attempted some form of this model
Carnegie Mellon has done it best (supported by a $500,000
grant from an alumnus).
• Other schools promoting this: UBC, USF, College of the
Atlantic, Georgia Tech, and schools with EWB.
# 3 - Faculty as Global Leaders:
Promoting Research & Study Abroad
• Support the development of faculty-led short and fulllength courses and programs;
• Encourage faculty to go abroad (ITAs, travel to partner
universities/Centers, NSF supplements, etc.);
• Develop incentives to encourage faculty to promote
research, study, service, and co-op abroad among
students;
• Increase tenure-track faculty in area studies and modern
languages.
Faculty Driven Models
•
Faculty and staff engagement in increasing student participation in
international co-op and study abroad through outreach, curricular
change, inclusion in study plans, & major calendar changes
(Northeastern);
•
Promotion of Faculty led programs, and travel with funding incentives
(University of Wisconsin La Crosse );
•
Support for interdisciplinary global theme-courses with cross-country
elements and virtual and physical travel (Carnegie Mellon, Georgia
Tech);
•
Encourage faculty to look to Global Centers as research sites (UBC,
Carnegie Mellon, NYU).
# 4 - Increase Available International
Experiences & Change the Campus Culture
• Increase opportunities for and interest in International
Study, Research, Co-op, and Service:
o
Encourage greater faculty engagement and facilitate faculty-led programs.
o
Continue to create options through partnerships, and exchanges.
o
Use Global Centers to develop more research and industry co-ops abroad.
o
Increase scholarship opportunities for short courses, study abroad, and co-op
o
Make curricular changes to allow some flexibility.
o
Designate terms in study plans for international experiences.
o
Create opportunities for First-year Abroad Programs for high achieving students.
o
Support international service projects (University of Washington, Global Support
Project; Tufts).
#5 - Celebrate and Leverage
International Students and Scholars
•
Promote creative programming that supports international students
and scholars and recognizes their diverse contributions to a truly
global campus.
•
“Internally internationalize” the university through learning and living
spaces, workshops, conferences, and other events (UBC).
•
Link Drexel students and scholars with international communities in
Philadelphia and the region.
•
Foster increased dialogue and strengthen relationships with institutions,
organizations, and businesses represented by our international
students and scholars.
•
Work with Communications to brand and market Global Drexel.
Dr. Julie Mostov
Vice Provost for International Programs